The Controller Role In A Team Is Responsible For ________.

Chapter 10 Powerpoint Review

To be considered a group, a gathering must include at least five people.

False

Groups tend to go through five stages as they develop.

True

The forming stage of group development begins when members consider themselves a part of the group.

False

Managers should especially try to avoid conflict during the storming stage of group development.

False

In the norming stage of group development, the group becomes cohesive.

True

The group is likely to work on its primary task during the adjourning stage of group development.

False

Group norms have little to do with how hard a group member works.

False

The studies by Solomon Asch show that group norms are a powerful force.

True

A group of five working collectively would be certain to outproduce five workers working individually.

False

As a group expands, individual productivity tends to decline.

True

High cohesiveness always results in a productivity increase.

False

Approximately 80 percent of all Fortune 500 companies use teams.

True

Work teams and groups are the same thing.

False

Accountability for a work team is strictly on an individual basis.

False

The problem with many problem-solving teams is that they don’t have the authority to act on their decisions.

True

A self-managed team is responsible for both completing tasks and managing itself.

True

A problem-solving team is likely not to have a supervising manager to oversee it.

False

In an electronics company, a cross-functional team is likely to have an engineer, a designer, a software specialist, and a marketing specialist all working on the same project.

True

Members of a virtual team never actually communicate with one another.

False

An effective team leader is often more of a coach than a manager.

True

Conscientiousness seems to be a key ingredient in successful teams.

True

Disagreeable team members rarely decrease team performance.

False

On successful teams, individuals rarely play more than one role.

False

Disruptive effects of diversity on team performance can decline over time.

True

The team role of linker initiates creative ideas in a team.

False

A team’s upholder-maintainer would likely submit the team’s request for a large increase in resources to top management.

True

The “two pizza” rule states that the best teams should be small enough so that they can be satisfied with no more than two pizzas.

True

An effective team must have a whole and identifiable task.

True

Effective teams should avoid conflict at all costs.

False

There is no way to reduce social loafing within a team.

False

The behaviors required for successful team performance cannot be gained through training.

False

Selection is important in the success of a team.

True

Rewards for team members should be distributed based on collaboration, not competition.

True

Asch’s findings suggest that Chinese members of a global team might be expected to conform easily to the team’s norms.

True

A Latin American team member would be more likely than a North American team member to afford status to an individual who comes from a powerful family.

True

A Japanese manager with the biggest office is likely to have the most power within an organization.

False

Collectivist societies tend to have an enormous problem with social loafing.

False

Diversity within a group typically makes reaching consensus easier.

False

Some organizational tasks are better done individually than in a team or group.

True

Many managers in today’s business world have restructured work ________.
A) around individuals rather than teams
B) around teams rather than individuals
C) around both individuals and teams.
D) around groups rather than teams

B

Of the following, which is NOT thought to be an advantage of teams within an organization?
A) increased organizational coherence
B) employee job satisfaction
C) more innovation
D) new products developed faster at lower costs

A

Formal groups ________.
A) meet at a regular time and place
B) are defined by an organization’s structure
C) include people who share a common interest
D) include people who eat lunch together each day

B

This kind of work group is brought together to accomplish a specific job or single activity, such as the development of a new product.
A) command group
B) formal group
C) informal group
D) task group

D

This kind of work group brings individuals together from different work disciplines with different knowledge and skills.
A) formal group
B) cross-functional team
C) command group
D) self-managed team

B

The ________ stage of the group development process is complete when members begin to think of themselves as part of a group.
A) forming
B) storming
C) norming
D) performing

A

This stage involves the most conflict during the entire group development process.
A) forming
B) storming
C) norming
D) performing

B

Norming is a stage of group development that occurs when ________.
A) the group struggles for leadership
B) the group defines its purpose
C) the group develops cohesiveness
D) the group defines its goals

C

In the group development process, the group carries out its primary work during this stage.
A) storming
B) forming
C) norming
D) performing

D

Permanent work groups are not likely to go through this stage.
A) storming
B) adjourning
C) forming
D) norming

B

During a recent meeting, a shouting match arose between a design manager and a marketing representative about a marketing plan for a new product. This team seems to be at the ________ stage of group development.
A) conflict
B) forming
C) norming
D) storming

D

During the storming stage of group development, high levels of conflict ________.
A) are necessary for group cohesiveness
B) increase group cohesiveness
C) can contribute to group effectiveness
D) are never a factor in group effectiveness

C

A group that has gone through the norming stage of the group development process ________.
A) never returns to the storming stage
B) always returns to the storming stage
C) never returns to the forming stage
D) may return to the forming or storming stage

D

Individuals within a group ________.
A) never play more than one role
B) frequently play more than one role
C) always play more than one role
D) never play the same role for long

B

Al is given two different “top priorities” from two different managers. Al is experiencing ________.
A) role conflict
B) role reversal
C) efficiency conflict
D) personal conflict

A

Most workers learn what is expected from them on the job from group ________.
A) roles
B) size
C) cohesiveness
D) norms

D

Group norms typically are established ________.
A) by organizational leadership
B) formally by group leaders
C) informally by the entire group
D) in the official organizational bylaws

C

Which of the following would be an example of a group norm?
A) company policies on absenteeism
B) acceptable ways of dressing
C) hiring policies prohibiting discrimination
D) rules against sexual harassment

Asch was surprised most by finding that in some conditions, group members would provide information that they knew to be ________.
A) slightly exaggerated
B) vague
C) wrong
D) not fully substantiated

C

Asch’s subjects were seen to give incorrect answers that they knew were incorrect in ________ of his studies.
A) about half
B) more than half
C) about 35 percent
D) about 90 percent

C

Asch’s results are attributed to the tendency of people in groups to ________.
A) try to distinguish themselves
B) go along with the pack
C) stand up for what they know is right
D) “swim against the current”

B

Asch could feel fairly confident that his results were legitimate because ________ pressured by the group.
A) 35 percent of respondents gave wrong answers when they were not
B) only 1 percent of respondents gave wrong answers when they were not
C) only 1 percent of respondents gave wrong answers when they were
D) 90 percent of respondents gave wrong answers when they were

B

Members of an organization typically ________ the status of other organizational members.
A) agree about
B) disagree about
C) cannot recognize
D) refuse to recognize

A

A low-ranking employee having the best parking space in the company parking lot is an example of ________.
A) status congruence
B) status incongruence
C) a status category
D) a status level

B

Status incongruence can be upsetting to employees because it sends a signal that organizational accomplishments ________.
A) are rewarded fairly and justly
B) are always rewarded
C) are never rewarded
D) are not always rewarded fairly and justly

As the size of a group increases, the output of ________.
A) each group member tends to increase
B) each group member tends to decrease
C) the group decreases
D) the group stays the same

B

The primary reason for why social loafing occurs is that output contributions from ________ easily be measured.
A) the entire group can
B) the entire group cannot
C) individuals can
D) individuals cannot

D

The only effective way to guard against social loafing is for managers to make special efforts to do this.
A) be fair to all group members
B) treat all group members equally
C) assess individual contributions of group members
D) assess the group as a whole exclusively

C

Group cohesiveness is largely a measure of how ________.
A) clear the group’s goals are
B) much individuals share the group’s goals
C) attainable the group’s goals are
D) much the group’s goals match organizational goals

High cohesiveness combined with a very weak alignment between group goals and organizational goals typically results in this.
A) a small productivity increase
B) a productivity decrease
C) a large productivity increase
D) no productivity change

B

Low cohesiveness combined with a strong alignment between group goals and organizational goals typically results in this.
A) a small productivity increase
B) a productivity decrease
C) a moderate productivity increase
D) no productivity change

C

Teams are increasingly popular among successful organizations because they have been found to ________.
A) match the performance of individuals in every kind of task
B) outperform individuals in many tasks
C) match the performance of individuals in many tasks
D) outperform individuals in every kind of task

B

Which statement is true of Fortune 500 companies?
A) Half have 100 percent of their employees on teams.
B) 100 percent have half of their employees on teams.
C) 80 percent have half of their employees on teams.
D) Half have 80 percent of their employees on teams.

C

Which of the following is NOT generally thought to be an advantage of teams over traditional work arrangements?
A) Teams are flexible and responsive.
B) Teams are easy to assemble.
C) Teams are easy to disband.
D) Teams are highly mechanistic.

D

The main difference between work groups and work teams is that ________.
A) work teams have a common goal
B) work groups have a common goal
C) work teams share information
D) work groups share information

A

The use of work teams creates the potential for an organization to generate ________.
A) greater outputs with greater inputs
B) fewer outputs with fewer inputs
C) greater outputs with fewer inputs
D) fewer outputs with greater inputs

C

Which statement is true?
A) The main goal of work teams is to share information.
B) The main goal of work groups is collective performance.
C) The main goal of work teams is collective performance.
D) The main goal of work groups is synergy.

C

Which statement is true of accountability?
A) Work team members are individually accountable only.
B) Work team members are both individually and mutually accountable to one another.
C) Work group members are mutually accountable to one another.
D) Work group members are both individually and mutually accountable to one another.

B

Which statement is true of the skills that members of work groups and work teams must have?
A) Work group members need complementary skills.
B) Work team members need random skills.
C) Work team members need complementary skills.
D) Work group members need random skills.

C

Teams composed of individuals from the same department or functional area and are involved in efforts to improve work activities are called ________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams

C

Which type of team is rarely given the authority to unilaterally implement any of its suggested actions?
A) cross-functional
B) problem-solving
C) self-managed
D) virtual

B

Teams composed of individuals with skills that are highly complementary to one another are called ________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams

A

Problem-solving teams usually ________.
A) have full authority to implement their decisions
B) lack the authority to implement their decisions
C) avoid making decisions
D) manage themselves and have no supervisor

B

Teams composed of individuals who have rarely actually met one another in person are called ________.
A) cross-functional teams
B) self-managed work teams
C) problem-solving teams
D) virtual teams

A self-managed work team would be likely to have the authority to ________.
A) hire and fire top organizational managers
B) determine organization-wide pay scales for team employees
C) disband a competing work team
D) make schedules and plans

D

Which of the following would a self-managed work team be LEAST likely to do?
A) select all projects it works on
B) make decisions
C) implement decisions it makes
D) assign tasks

A

The team that meets each week in room 201 has a goal of creating a new cell phone model. The team consists of an engineer, a designer, a computer software specialist, and a marketing specialist. The team has full authority to make and implement its own decisions. This is likely to be a ________.
A) cross-functional team
B) problem-solving team
C) virtual team
D) work group

A

Deborah’s work team has its own separate office, does its own planning and scheduling, and is even responsible for evaluating each other’s performance. Deborah is part of a ________ team.
A) self-managed
B) virtual
C) problem-solving
D) work group

A

Dan in New York is part of a team that is creating new software for the One Laptop Per Child program. The graphic designer for Dan’s team is in Uruguay. The programmers for the team are in different parts of California. The team meets by videoconference once a week. Dan’s team is likely to be a ________.
A) work group
B) functional team
C) cross-functional team
D) virtual team

D

The characteristics that make a team effective include ________.
A) context, composition, work design, and processes
B) context, resources, leadership, and trust
C) composition, diversity, personality, and size
D) work design, autonomy, skill variety, and task significance

A

A major contextual factor that contributes to making a team effective is ________.
A) diversity
B) autonomy
C) having specific goals
D) trust

D

A major compositional factor that contributes to making a team effective is ________.
A) adequate resources
B) personality
C) team efficacy
D) task identity

B

When a team can’t agree on who does what, it is having this kind of contextual problem.
A) leadership and structure
B) adequate resources
C) climate of trust
D) reward system

A

When team members complain that they aren’t being paid enough, the team has this kind of contextual problem.
A) leadership and structure
B) adequate resources
C) climate of trust
D) performance evaluation and reward system

D

The knowledge, skills, and abilities of team members are ________ factors that contributes to team effectiveness.
A) context
B) work design
C) process
D) composition

D

Team diversity generally leads to ________ in overall team performance.
A) an immediate increase
B) an eventual increase
C) a dramatic decrease
D) an eventual decrease

B

These are the Big Five personality traits that seem to have the greatest influence on team performance.
A) conscientiousness and openness to experience
B) agreeableness and emotional stability
C) emotional stability and extraversion
D) extraversion and conscientiousness

A

How agreeable or disagreeable team members are affects team performance, especially when ________.
A) the team is diverse
B) the team is large
C) the team has only one disagreeable member
D) the team has more than one disagreeable member

D

With respect to skills, most teams need this most.
A) members who excel at one particular skill
B) members who have only general skills
C) members who excel at different skills
D) members who have interpersonal skills

The “two-pizza” rule holds that work teams should ________.
A) include a homogeneous group of people who all like just one or two kinds of pizza
B) be small enough to be fed by two pizzas
C) have 16 people or 2 eight-slice pizzas
D) always have two alternatives when they make a decision

B

A team that lacks discipline needs someone to fulfill this team role.
A) controller-inspector
B) linker
C) explorer-promoter
D) upholder-maintainer

A

A team that lacks discipline needs someone to fulfill this team role.
A) controller-inspector
B) linker
C) explorer-promoter
D) upholder-maintainer

C

A team that is suffering attacks by managers from another division needs someone to fulfill this team role.
A) reporter-adviser
B) controller-inspector
C) thruster-organizer
D) upholder-maintainer

D

Autonomy is a ________ factor that contributes to team effectiveness.
A) work design
B) context
C) process
D) composition

A

Team efficacy is a measure of how ________ a team is.
A) efficient
B) cooperative
C) confident
D) skilled

C

A certain amount of this is usually required for effective teams.
A) conflict
B) dysfunction
C) social loafing
D) distrust

A

Which of the following should a team try to completely eliminate, if possible?
A) conflict
B) disagreement
C) social loafing
D) individual accountability

C

The best way to eliminate social loafing is to make sure that team members are ________ for the team’s goals.
A) individually accountable
B) jointly accountable
C) both individually and jointly accountable
D) not accountable

When assembling a team, managers should look for individuals who ________.
A) can fulfill team roles and have team skills
B) have the required job skills
C) are team players
D) have both team and job skills

D

Team skills ________.
A) are inborn
B) can be learned
C) can never be learned
D) cannot be picked up through training

A Latin-American member of a global team might show undue respect to another team member because of that member’s ________.
A) age
B) physical ability
C) ethnicity
D) family heritage

D

A global team member from Israel would be ________ to engage in social loafing as a team member from Canada.
A) somewhat more likely
B) less likely
C) equally likely
D) much more likely

B

A global team member from China would be likely to be ________.
A) less productive in a team than on his own
B) equally productive on his own and on a team
C) more productive in a team than on his own
D) more productive on his own than in a team

C

This is one thing that global teams usually fail to attain.
A) team cohesiveness
B) consensus
C) team goals
D) organizational goals

A

Which of the following identifies the most common reason for a manager deciding not to assemble a team?
A) when the task can be better completed by an individual than a group
B) when the task is highly complex
C) when the task is ill-defined
D) when the task is thankless

A

The official forming stage of the group development process wasn’t complete until group members ________.
A) experienced conflict
B) introduced one another
C) felt themselves a part of the group
D) got acquainted with one another

C

The group was in the ________ stage when it was competing to see who would lead the group.
A) performing
B) storming
C) forming
D) adjourning

B

When the management group was determining standards and establishing how it would make decisions, it was in the ________ stage of group development.
A) norming
B) storming
C) forming
D) adjourning

A

When the management team left Silver Falls to return to their own teams and departments, they had just completed the ________ stage of group development.
A) performing
B) storming
C) forming
D) adjourning